HAWTHORNE EFFECT

BY

DIMELROY
DEFENITION
The behavior of an individual or a group
will change to meet the expectations of
the observer if they are aware their
behavior is being observed.
 It is also termed as Short Lived Increase
of Productivity.
How it was Developed
The term was coined in 1950 by Henry A.
Landsberger when analysing older
experiments from 1924-1932 at the
Hawthorne Works a Western Electric
factory outside Chicago.
The term gets its name from a factory
called the Hawthorne Works.
EXPERIMENTS
ILLUMINATION
EXPERIMENT
RELAY ASSEMBLY
EXPERIMENTS
BANK WIRING ROOM
EXPERIMENTS
ILLUMNIATION
EXPERIMENT
The experiment was done with various
group of workers
The hawthorne researchers began by
examining the relationship between
physical environment and productivity
First they manipulated the intensity of
illumination upward and downward, there
is no change in the group output.
The production does not varies though
there is a vary in increase or decrease in
illumination
Then they introduced a control group in
that an experimental group was presented
with varying intensity of illumination,
while the control group worked under a
constant illumination intensity.
The results were the same to the
Hawthorne researchers
As the light level was increased in the
experimental, the output rose for both the
control and experimental groups , but to
the surprise of the researchers, as the light
level dropped in the experimental group,
productivity increased in both the groups.
The production level decrease was
observed in the experimental group only
when the light intensity has been reduced
to that of moonlight.
CONCLUSION

The Hawthorne researchers concluded

that illumination intensity was only a
minor influence among the many
influences that affected the employee’s
productivity, but they could not explain
the behaviour they had witnessed.
RELAY ASSEMBLY EXPERIMENTS
They choose two women's and four other
workers to join the test group.
Together the women worked in a separate
room over the course of five years (1927-
1932) assembling telephone relays.
They appointed a supervisor.
Then the researchers spent five years
measuring how different variables impacted
the group's and individuals' productivity.
Variables
Giving two 5-minute breaks, and then
changing to two 10-minute breaks.
Productivity increased, but when they
received six 5-minute rests, they disliked
it and reduced output.
Providing food during the breaks.
Shortening the day by 30 minutes
;Shortening it more; returning to the first
condition.
RESULT(RELAY ASSEMBLY)
Changing a variable usually increased
productivity.
Choosing one's own coworkers, working as a
group, being treated as special and having a
sympathetic supervisor were the real reasons
for the productivity increase.
"The six individuals became a team and the
team gave itself wholeheartedly and
spontaneously to cooperation in the
experiment."
INTERVIEWING PROGRAM

The workers were interviewed in attempt

to validate the Hawthorne Studies. The
participants were asked about supervisory
practices and employee morale. The
results proved that upward
communication in an organization creates
a positive attitude in the work
environment. The workers feel pleased
that their ideas are being heard.
BANK WIRING ROOM
EXPERIMENTS
Fourteen men where put together on
assembling telephone switching
equipment.
The process was broken down into three
tasks: wiring, soldering and inspection.
Introducing Incentives Program
They put Employees in a special room
Placed an observer full time in the room
RESULT(BANK WIRING)
The productivity actually decreased
because the workers became suspicious
that their productivity may have been
boosted to justify firing some of the
workers later on.
The Workers were afraid that the
company would lower the base rate.
The existence of informal groups or
"cliques" within the formal groups.
Contd…
Cliques created certain norms
They used sarcasm, binging, ridicule to
bring pressure to bear on people who
deviate from norms. They could also
arrange their work in such a way as to
overwhelm an inspector, and then be
“forced” to do nothing while waiting for
him.
Contd…
They also adjusted their reports of how
much was done so as to appear that the
output was uniform. They were afraid of
inviting any changes. This was not based
on any experience they had.
CONCLUSION
It was concluded that the social
environment could have an equal if not a
greater effect upon productivity than the
physical environment.
The studies revealed the influence that
informal work groups can have on the
productivity of employees and on their
response to such factors as supervision
and financial incentives.
CONCLUSION
When the first phase of experiments begin
it was believed that every social problem
was "ultimately individual." The results
found that group rather than individual
psychology was a key factor in the
production performance of the workers.
It also pioneered the concept of good
communication between management and
employees.
Are the Findings Relevant today

YES
Marketing

if XYZ Company conducts a taste test

and tells the subjects that XYZ Company
produced beverage No. 1, most
respondents will say they prefer beverage
No. 1. Thus, it is not a true test. Similarly,
if a test panel are told they are testing an
appetite suppressant, they will begin to eat
less.
Food and Fitness

When individuals are made to feel special

their physical and intellectual
performance improves. Psychologists call
this the Hawthorne effect. Successful
coaches, fitness trainers, and instructors
often use this effect by providing
members of their group with as much
support and sense of importance as
possible.
Sports Science and Medicine

A general improvement in performance that

occurs when persons receive special
attention. Successful coaches often show
considerable respect for this effect,
providing members of their group with as
much support and sense of importance as
possible.
THANK YOU